Effect of Work experience on the level of Organizational stress and Job Satisfaction of hotel managers

(1)

Research article

Available online www.ijsrr.org

ISSN: 2279–0543

International Journal of Scientific Research and Reviews

Effect of Work experience on the level of Organizational stress and

Job Satisfaction of Hotel Managers

Chopra Aarti

*

1

Assistant Professor, St. Xavier’s College, Nevta Mahapura Road, Nevta, Jaipur. INDIA

ABSTRACT

Running a hotel is demanding and varied work and hotel managers oversee all aspects of managing a hotel from housekeeping and general maintenance to budget management and marketing. They face a lot of challenges and competition which impacts their perceived organizational role stress and job satisfaction. The number of years of work experience also plays a major role. The objective of the present study was to assess the difference between the hotel managers ( operational and support) having 2- 10 years of work experience and more than 10 years of work experience on the basis of the organizational role stress and job satisfaction. The sample of 100 mangers was taken out of which 3 were drop out so the final sample was of 97 managers out of which 52 had the work experience of less than 10 years and 45 had the work experience of more than 10 years in their respective fields. The questionnaires administered were organizational role stress by Pareek (1981) and Job Satisfaction Scale by Hingar, Mittal and Parnami (2008). Results indicated that those managers having more work experience had significantly lower organizational stress and higher job satisfaction in most of the dimensions. It was concluded that experience plays an important role in getting accustomed to the policies of any organization which gradually reduces organizational stress.

KEYWORDS

: Hotel Managers, Organizational Role Stress, Job Satisfaction, Work Experience

*

Corresponding Author:

Dr. Aarti Chopra

Postal Address: G2, Jagdish Vihar, Prem Nagar,

Nandpuri, Jagatpura, Jaipur-302017. INDIA

Mobile No.: 9928386866,

(2)

INTRODUCTION

All the managers need business skills, ability to manage staff, good written and spoken

communication skills, tact and diplomacy and the ability to keep calm under pressure and solve

problems quickly. Despite of these working skills, every manager or employee of a hotel faces

pressures in his job1.

The hotel operations manager is the manager over all of the different operations at a

particular hotel. The operations manager is over the front desk, bellhop, housekeeping and food

service personnel and often can make decisions about beginning or ending employment, or

day-to-day tasks of employees in those departments. In larger hotels the operations manager may hire

managers for each department of the hotel to report to him or her, rather than oversee the entire hotel

personally2.

In hotel management, along with the operational managers, support managers are also

required who help the operational managers in providing service to the customers. They also deal

with all the problems of the customers, but only by helping the operational managers and not

directly. The hotel support manager is responsible for making sure the hotel is making money and

working within its allotted budget. The operations manager will often be the one to make the call on

making repairs and will sometimes make other decisions that help increase the profitability of the

hotel as a whole. The support manager takes care of the accounts of the hotel and maintenance of the

hotel is also in his/her hands3.

Role expectations and pressures, which are held about and erected toward a particular

position, are influenced by three factors, organization, personality, and interpersonal relations. If the

total set of expectation is inconsistent, incompatible, or contradictory individual experiences role

conflict, when the set of expectations does not clarify the duties and responsibilities of the role

incumbent, a state of role ambiguity is experienced4.

Typical triggers of work related stress include:

a) Insufficient training and opportunities.

b) Poor work life balance.

c) Lack of control over work.

(3)

e) Confusion about duties.

f) Lack of variety and interest.

g) Organizational confusion, restructuring, changes in the job.

Job satisfaction describes how content an individual is with his /her job. The happier people

are within their job, the more satisfied they are said to be. Job satisfaction is not the same as

motivation or aptitude, although it is clearly linked. Job design aims to enhance job satisfaction and

performance, methods include job rotation, job enlargement, job enrichment and job re-engineering.

Other influences on satisfaction include the management style and culture, employee involvement,

empowerment and autonomous work position. Job satisfaction is a very important attribute which is

frequently measured by organizations5.

Therefore, the present study deals with the amount of stress and job satisfaction experienced

by the operational and support managers on the basis of their years of work experience.

MATERIAL AND METHODS

Objectives

1. To assess the level of Organizational Role Stress and its dimensions between hotel managers

with job experience of 2- 10 years and 10 years and above.

2. To assess the level of Job Satisfaction and its dimensions between hotel managers with job

experience of 2- 10 years and 10 years and above.

Hypothesis

1. There will be a significant difference in the level of Organizational Role Stress and its

dimensions between hotel managers with job experience of 2- 10 years and 10 years and

above.

2. There will be a significant difference in the level of Job Satisfaction and its dimensions

between hotel managers with job experience of 2- 10 years and 10 years and above.

Variables

 Organizational role stress

 Job satisfaction

(4)

 Work experience

 2-10 years

 10 years and above

Sample

The total sample consisted of 100 hotel mangers (both operational and support managers) out

of which 3 were drop outs, so the final sample was of 97 managers out of which 52 had the work

experience of less than 10 years and 45 had the work experience of more than 10 years in their

respective fields. The sample was taken from five star hotels of Rajasthan.

Inclusion criteria

1. Managers of the age range of 22-45 years were taken.

2. Managers with minimum 2 years work experience were included.

3. Graduation was the minimum criteria.

4. Only male managers were taken.

5. Only managers of the five star hotels were taken.

6. The locale of the study was State of Rajasthan.

7. Informed consent

Exclusion criteria

1. Managers of other posts were excluded.

2. Managers transferred within the study period were excluded.

Tools employed

 Organizational Role Stress Scale 6

 Job Satisfaction Scale 7

Procedure

After deciding the research plan, design and sample, rapport was established amongst

managers of the five star hotels. Tests were administered on the operational and support managers on

(5)

administered on the hotel managers. The scoring of the tests was done according to the manual.

Results and interpretations were carried out according to the data obtained after statistical analysis.

Statistical Analysis

Mean, SD, SED and t-ratio were applied to the scores obtained for organizational role stress

and job satisfaction along with their respective dimensions to get the desired results.

RESULTS AND DISCUSSION

Table 1- Mean, SD, t-ratio and Significance Level of Organizational Role Stress between hotel managers with job

experience of below 10 years and 10 years and above.

VARIABLE DIMENSIONS WORK

EXPERIENCE

N MEAN SD SED t SIG

ORGANIZATIONAL

ROLE STRESS

IRD 2- 10 years 52 11.85 3.84

.583 .28 N.S. 10 years and above 45 10.69 3.44

RS 2- 10 years 52 9.39 4.71

.70 1.83 N.S. 10 years and above 45 8.10 4.16

REC 2- 10 years 52 8.11 13.13

1.22 1.99 .04 10 years and above 45 5.67 4.23

RE 2- 10 years 52 9.71 3.36

RO 2- 10 years 52 7.44 5.17 .

RIS 2- 10 years 52 7.82 5.28

.75 2.74 .00 10 years and above 45 5.95 4.31

PI 2- 10 years 52 7.15 4.28

.70 2.92 .00 10 years and above 45 5.10 4.26

SRD 2- 10 years 52 5.25 5.02

.72 2.97 .00 10 years and above 45 3.38 4.22

RA 2- 10 years 52 4.52 8.39

.84 3.79 .00 10 years and above 45 1.61 3.52

RI 2- 10 years 52 7.92 5.53

.72 3.69 .00 10 years and above 45 5.56 3.93

TORS 2- 10 years 52 85.67 41.32

(6)

Table 2- Mean, SD, t-ratio and Significance Level of Job Satisfaction between hotel managers of job experience of

below 10 years and 10 years and above.

VARIABLE DIMENSIONS WORK

EXPERIENCE

N MEAN SD SED t SIG

JOB

SATISFACTION

Salary and

Facilities

2- 10 years 52 3.68 3.21 .48 .55 N.S.

10 years and above 45 3.95 1.75

Supervision 2- 10 years 52 5.47 2.76 .43 2.16 .03

Promotion 2- 10 years 52 3.80 2.75 .43 3.90 .00

Work 2- 10 years 52 5.23 2.47 .39 .85 N.S.

Human Relations 2- 10 years 52 4.83 2.98 .46 4.61 .00

Total Job

Satisfaction

2- 10 years 52 27.53 13.30 3.39 3.26 .00

10 years and above 45 38.80 34.74

Table 1 reveals Mean, SD, t- ratio and significance level on organizational role stress

between hotel managers with job experience of below 10 years and 10 yrs. and above. A significant

difference may be seen of hotel managers on Role Expectation Conflict (REC) (t=1.99) at 0.05 level

and Role Isolation (RI) (t=2.74), Personal Inadequacy (PI) (t=2.92), Self Role Distance (SRD)

(t=2.97), Role Ambiguity (RA) (t=3.79), Resource Inadequacy (RI) (t=3.69) and Total Role Stress

(t=2.94) at 0.01 level. Non significance difference was observed on Inter Role Distance (IRD), Role

Stagnation (RS), Role Erosion (RE) and Role Overload (RO). Although difference was observed at

the mean level on Inter Role Distance with operational and support managers (M=11.85; 10.69),

Role Stagnation with operational and support managers (M=9.39; 8.10), Role Erosion with

operational and support managers (M=9.71; 9.38) and Role Overload with operational and support

managers (M=7.44; 6.71) of below 10 years of Job Experience managers and 10 years and above

managers.

The table above exhibits that the managers below 10 years of job experience seem

significantly more on Role Expectation Conflict, Role Isolation, Personal Inadequacy, Self Role

Distance, Role Ambiguity, Resource Inadequacy and Total Role Stress in comparison to 10 years

and above hotel managers on job experience. In the overall dimensions and the total scores at the

mean level, it may be seen that less job experience managers are high on organizational role stress as

(7)

expertise and experience among more job experienced managers. They know in the ambiguity

situation which one is to be given priority, how to cope up with varied situation, what to do and

when to do. This is the reason why hotel managers with more job experience have less organizational

role stress as compared to managers with the less job experience.

Table 2 states Mean, SD, t- ratio and significance level on job satisfaction and locus of

control between hotel managers of job experience below 10 years and 10 years and above. A

significant difference may be seen between below 10 years old job experienced hotel managers

versus 10 years and above on Supervision (t=2.16) at 0.05 level, Promotion (t=3.90), Human

Relation (t=4.61) and Total Job Satisfaction (t=3.26) at 0.01 level. Non significance difference was

observed in the dimensions Salary and Facilities and Work. Although difference was observed at the

mean level on Salary and Facilities (M= 3.68; 3.95) and Work (M=6.13; 6.46) of below 10 years

managers versus 10 years and above respectively.

The table clearly sticks out on the Total Job Satisfaction which goes in favor of more job

experienced hotel managers i.e. 10 years and above particularly in the dimensions like Supervision,

Promotion, Human Relation showing that the 10 years and above job experienced managers believe

that the seniors can motivate, support and train the subordinates in a tactful and knowledgeable

manner so that the employees develop a sense of confidence within themselves. Promotion as a right

and a reward system reveals that the worthy will certainly be promoted in a time bound manner.

Hotel managers of 10 years and above supports the employee’s socio-psychological needs in cordial

human relations who in turn boost up an employee’s morale, co-operation, team feeling and job

satisfaction; this could be due to more job experience which provides lucrative job satisfaction. Hotel

Managers of 10 years and above job experience shows more internality as compared to fewer jobs

experienced persons as Mean value indicate. This may be due to understanding the work conditions

very well and can eradicate the problems by taking the responsibility themselves.

Jasmine (1987) conducted a similar study related to job stress of blue collar employees were

it was also found that as the work experience increases it leads to significant decrease in the job

stress8.

Therefore, it may be said that as the work experience of an individual increases, his ability to

(8)

CONCLUSION

Thus, it may be concluded that, an individual can overcome the organizational stress faced by

him in day to day work environment by having a talk with a senior who is more experienced in the

field. The advice will make it easier for him to deal with work stressor and understand the policies of

his organization more effectively.

LIMITATIONS

 Respondents for this present study were selected from only five star hotels, which may limit the

generalization of the findings to other organizational settings.

 A more ethnically diverse sample would be useful to generalize the results.

 Other organizational and socio demographic variables have not been taken into consideration.

 Further research may be conducted to find out the influence of other variables.

REFERENCES

1. Jackson, S.E. and Schuler, R.S. A Meta-analysis and Conceptual Critique of Research on

Role Ambiguity and Role Conflict in Work Settings. Organizational Behaviour and Human

Decision Processes, 1985; 36: 16-78.

2. Naylor, J.C., Pritchard, R.D. and Ilgen, D.R. A Theory of Behaviour in Organizations. New

York: Academic Press. 1980.

3. Beehr, Terry A. and Newman, J.E. Job stress, employee health and organizational

effectiveness: a facet analysis, model and literature review. Personal Psychology, 1978; 31:

665-669.

4. La Greca, G. The stress you make. Personnel Journal, 1985; 64(1): 12-47.

5. Aksu, A.A. and Aktas, A. Job satisfaction of managers in tourism cases in the Antalya region

of Turkey. Managerial Auditing Journal, 2005; 20 (5): 479-488.

6. Pareek, U. (1981). Role Stress Scales, Ahmedabad: IIM.

7. Hingar, A., Mittal, U. and Parnami, M. “Asha Job Satisfaction Scale” National Psychological

Corporation, Agra. 2008.

8. Jasmine, R. A comparative study on private and public sector blue collar employees on job